Category : Performance Improvement

Every employee improvement article out there in the ether will tell you that high turnovers destroy companies, which is why termination should always be a last resort.

Fortunately, there are many roads less traveled and often overlooked that you could take to get the most out of your workforce. You can hold stimulating workshops and excursions to improve employee performance and engagement simultaneously. All this will still cost you less than layoffs because it will gain you something priceless: employee trust—an asset that uncovers the untapped potential of your staff and results in unprecedented returns.

Improve employee performance with Covey’s recommended techniques.

Performance Improvement

How the Performance Appraisal Process Works

The performance appraisal process is a crucial part of the management of human resources in any organization. In fact, without a means of assessing employee performance, management would not be in a position to decide who the top performers are and how they differ from the less productive ones. Unless they are equipped with their crucial information, they would not be able to determine adequate compensation and reward structures leading to a lack of moraleaswellas overall dissatisfaction in the workforce that may well culminate in a high turnover rate.

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Performance Improvement

Breaking Down the Performance Improvement Plan into Bite Size Pieces

Understanding that employee turnover is extremely expensive it is typically better to create and utilize a performance improvement plan that will improve performance and productivity rather than terminating someone and starting over.

A major mistake many supervisors make is that they want to complicate a process rather than find solutions.

In the case of a performance improvement plan, we should break it down to some very simple factors; define the problem, define a solution, define a must improve by date, measure the progress, determine if the problem is solved or requires additional attention.

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